Rachael Fitzjohn
People and Operations Director
Emerging Engines
Rachael Fitzjohn is a proven people and culture leader with a strong track record of building high-performing, positive, and inclusive workplaces. Rachael is skilled at understanding and responding to the needs of people, strengthening organisational culture, and aligning it with strategic performance goals.
Deeply committed to diversity and inclusion, she has led initiatives that create environments where everyone feels valued, supported, and able to thrive. An experienced organisational change leader, Rachael is proactive in implementing strategies that enhance employee wellbeing, job satisfaction, and overall organisational success.
Rachael brings extensive HR leadership expertise, including policy development, compliance, benefits administration, and complex employee relations. Talent and capability development, along with attraction and recruitment, are core strengths. She is passionate about building strong, effective teams, fostering collaboration, and promoting open, constructive communication.
Rachael's leadership is reflected in measurable improvements in employee engagement, retention, and organisational performance.
SESSIONS
DAY 1
2:15
Mini Leadership Labs
Lab A: Resilience in High-Pressure Environments
How do you keep people motivated when the pace is relentless? This session helps you sharpen the ability to make clear decisions in uncertain conditions, sustain your team’s energy, and remain composed when pressure builds.
Skills Learned: Decisive decision-making, stress management, sustaining team motivation, and role-modelling resilience.
Alison McDonald OBE, Deputy Secretary, Immigration, Ministry of Business, Innovation & Employment | Hīkina Whakatutuki
Lab B: Building Executive Presence and Self-Belief
Executive presence is critical for leaders who want to influence decisions and advance their careers. This lab will help you strengthen self-belief, communicate with confidence and authority, and position yourself effectively for progression opportunities while staying authentic to your leadership style.
Skills Learned: Strengthening executive presence, communicating with authority, building self-belief, and strategic self-advocacy.
Loren Thomas, Head of People Partnering and Experience, Trade Me
Lab C: Leading High-Performing Teams
Unpack what it really takes to build and sustain a team that consistently delivers results. This lab focuses on the behaviours, systems and leadership practices that drive accountability, trust and performance for long-term success – even in the face of conflict, underperformance, or team dysfunction – to support long-term success.
Skills Learned: Building accountability and trust, fostering psychological safety, managing conflict and underperformance, strengthening team cohesion, and applying practical frameworks to sustain motivation and performance under pressure.
Rachael Fitzjohn, People and Operations Director, Emerging Engines